Communication refers to the exchange of information between entities. Communication styles are very important as effective communication is critical to the success of any project. Effective communication involves the transfer as well as reception of information; effective communication links the diverse stakeholders who are involved in a project, connects the various organizational and cultural backgrounds, interests and perspectives within the project (Project Management Institute Standards Committee, 1996).
Communication styles during projects can be written, oral and non-verbal. Written communication is the most precise communication style and can include letters, notices and memos. Oral communication is used mainly in face-to-face meetings, group meetings or over the telephone. It is a flexible communication style. Non-verbal communication can include dressing, attitude, and stance. (Mehta, n.d) Barriers to effective communication can affect project success. Such barriers can include different communication preferences and required level of detail. Other barriers can include hidden agendas, bias, power games and cultural differences.
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Project communications management encompasses the processes that are necessary to assure efficient “generation, collection, distribution, storage, retrieval, and ultimate disposition of project information” (Project management institute standards committee, 1996). Such processes are classified as the identification of stakeholders, planning of communication, distribution of information, management of stakeholder expectations and lastly, performance reporting. These processes interact with other knowledge areas as well as with each other. Furthermore, each of these five processes involves inputs (such as foundational instruments), techniques or tools, and outputs.
Stakeholder identification involves identifying all the organizations and persons that are affected or involved in the project and documenting their involvement and interests. This includes documenting their level of authority in the project and their impact on the success of project implementation and completion. The goal of this activity is to leverage the positive impacts while mitigating negative impacts. The inputs for this process include charters, environmental factors and procurement documents, tools include stakeholder analysis and expert assessments and outputs include registry and strategy for stakeholder management.
Communication planning refers to the process of outlining the information needs of project stakeholders and the development of a communication approach. It looks at who needs what information and how that information should be delivered. This activity promotes efficient and effective communication. The inputs for this process include the organizational assets of the project, stakeholder registry and management strategy, and environmental factors. Tools in this process include communication models, methods and technology. Outputs include plans for communication management and updates to project documents.
The distribution of information involves making all relevant information available to all stakeholders; it involves the execution of the communication plan. The inputs include performance reports, and project implementation documents; tools include information distribution mechanisms and outputs include organizational updates.
The management of stakeholder expectations is a continuous process that encompasses communication and attention to stakeholder needs while addressing any emerging issues. The inputs here include the project management plan, the stakeholder registry and management plan as well as organizational process assets. Tools include management skills and communication methods while outputs include change management and project documentation updates.
Lastly, performance reporting involves the collection and distribution of performance
information. Inputs include performance measurements and assets such as policy statements and report templates; tools are variable but can include variance analysis and prediction methods; outputs are performance results, such reports provide information that is appropriate to the audience’s level. Performance reports usually include an evaluation of past performance, risks, issues, work plan for the next reporting period, forecasts for project completion including costs and timeframe, and any other relevant information (Mehta, n.d; Project Management Institute Standards Committee, 1996.
- Mehta, A. (n.d.) Communication in project management. Retrieved December 17, 2014 from
http://www.pmiglc.org - Project Management Institute Standards Committee. (1996). A guide to the project
management body of knowledge (1996 ed.). North Carolina: PMI Publishing Division.
